Pizza Lovers Essay

Have you ever wanted pizza but were too lazy to order one? Well that will change when I explain how to order a pizza. First you decide what pizza company you want to order from. Second is calling and placing your order. Third you call and order and then the waiting begins. When you have a craving for pizza you have to decide on the many different pizza companies and the different types of pizzas that they make. Some of the more popular pizza companies include Papa John’s, Dominos, Pizza Hut, Angie’s, East of Chicago, and many more. After you finally decide on the pizza company you go to the yellow pages of the phone book and look up pizza and search alphabetically for the company that you want. Once you find the phone number, you pick up the phone, dial the number and speak to an employee of the pizza place, they will ask to verify your phone number and ask the type of pizza and the toppings that you would like to order. They will then tell you how long it will be before you can pick up your pizza or how long it will be before it will be delivered, and how much that the pizza will cost. Waiting can be such a drag but you can try to get your mind off of it by watching TV and hopefully you won’t see a pizza commercial or taking a short nap. All it know is that when you are hungry a 40-minute wait can seem like a lifetime. Ordering pizza is not rocket science but now it is explained a lot easier. So now that you are educated in the fine art of ordering a pizza put it to use. If you are ever in a dilemma and don’t remember how to order a pizza just think of the three easy steps. Craving a pizza, ordering your pizza, and finally waiting for the pizza.

The Vampire Diaries: The Struggle Chapter One

â€Å"Damon!† Icy wind whipped Elena's hair around her face, tearing at her light sweater. Oak leaves swirled among the rows of granite headstones, and the trees lashed their branches together in frenzy. Elena's hands were cold, her lips and cheeks were numb, but she stood facing the screaming wind directly, shouting into it. â€Å"Damon!† This weather was a show of his Power, meant to frighten her away. It wouldn't work. The thought of that same Power being turned against Stefan woke a hot fury inside her that burned against the wind. If Damon had done anything to Stefan, if Damon had hurt him†¦ â€Å"Damn you, answer me!† she shouted at the oak trees that bordered the graveyard. A dead oak leaf like a withered brown hand skittered up to her foot, but there was no answer. Above, She turned – and gasped. He was just behind her, so close that her clothes brushed his as she turned. At that distance, she should have sensed another human being standing there, should have felt his body warmth or heard him. But Damon, of course, wasn't human. She reeled back a couple of steps before she could stop herself. Every instinct that had lain quiet while she shouted into the violence of the wind was now begging her to run. She clenched her fists. â€Å"Where's Stefan?† A line appeared between Damon's dark eyebrows. â€Å"Stefan who?† Elena stepped forward and slapped him. She had no thought of doing it before she did it, and afterward she could scarcely believe what she had done. But it was a good hard slap, with the full force of her body behind it, and it snapped Damon's head to one side. Her hand stung. She stood, trying to calm her breath, and watched him. He was dressed as she had first seen him, in black. Soft black boots, black jeans, black sweater, and leather jacket. And he looked like Stefan. She didn't know how she could have missed that before. He had the same dark hair, the same pale skin, the same disturbing good looks. But his hair was straight, not wavy, and his eyes were black as midnight, and his mouth was cruel. He turned his head slowly back to look at her, and she saw blood rising in the cheek she'd slapped. â€Å"Don't lie to me,† she said, her voice shaking. â€Å"I know who you are. I knowwhat you are. You killed Mr. Tanner last night. And now Stefan's disappeared.† â€Å"Has he?† â€Å"You know he has!† Damon smiled and then turned it off instantly. â€Å"I'm warning you; if you've hurt him – â€Å" â€Å"Then, what?† he said. â€Å"What will you do, Elena? Whatcan you do, against me?† Elena fell silent. For the first time, she realized that the wind had died away. The day had gone deadly quiet around them, as if they stood motionless at the center of some great circle of power. It seemed as if everything, the leaden sky, the oaks and purple beeches, the ground itself, was connected to him, as if he drew Power from all of it. He stood with his head tilted back slightly, his eyes fathomless and full of strange lights. â€Å"I don't know,† she whispered, â€Å"but I'll find something. Believe me.† â€Å"I do believe you,† he said, relaxing, looking around the graveyard. Then he turned back and held out a hand to her. â€Å"You're too good for my brother,† he said casually. Elena thought of slapping the hand away, but she didn't want to touch him again. â€Å"Tell me where he is.† â€Å"Later, possibly – for a price.† He withdrew his hand, just as Elena realized that on it he wore a ring like Stefan's: silver and lapis lazuli. Remember that, she thought fiercely. It's important. â€Å"My brother,† he went on, â€Å"is a fool. He thinks that because you look like Katherine you're weak and easily led like her. But he's wrong. I could feel your anger from the other side of town. I can feel it now, a white light like the desert sun. You have strength, Elena, even as you are. But you could be so much stronger†¦Ã¢â‚¬  She stared at him, not understanding, not liking the change of subject. â€Å"I don't know what you're talking about. And what has it got to do with Stefan?† â€Å"I'm talking about Power, Elena.† Suddenly, he stepped close to her, his eyes fixed on hers, his voice soft and urgent. â€Å"You've tried everything else, and nothing has satisfied you. You're the girl who has everything, but there's always been something just out of your reach, something you need desperately and can't have. That's what I'm offering you. Power. Eternal life. And feelings you've never felt before.† Shedid understand then, and bile rose in her throat. She choked on horror and repudiation. â€Å"No.† â€Å"Why not?† he whispered. â€Å"Why not try it, Elena? Be honest. Isn't there a part of you that wants to?† His dark eyes were full of a heat and intensity that held her transfixed, unable to look away. â€Å"I can waken things inside you that have been sleeping all your life. You're strong enough to live in the dark, to glory in it. You can become a queen of the shadows. Why not take that Power, Elena? Let me help you take it.† â€Å"No,† she said, wrenching her eyes away from his. She wouldn't look at him, wouldn't let him do this to her. She wouldn't let him make her forget†¦ make her forget†¦ â€Å"It's the ultimate secret, Elena,† he said. His voice was as caressing as the fingertips that touched her throat. â€Å"You'll be happy as never before.† There was something terribly important she must remember. He was using Power to make her forget it, but she wouldn't let him make her forget†¦ â€Å"And we'll be together, you and I.† The cool fingertips stroked the side of her neck, slipping under the collar of her sweater. â€Å"Just the two of us, forever.† There was a sudden twinge of pain as his fingers brushed two tiny wounds in the flesh of her neck, and her mind cleared. Make her forget†¦Stefan. That was what he wanted to drive out of her mind. The memory of Stefan, of his green eyes and his smile that always had sadness lurking behind it. But nothing could force Stefan out of her thoughts now, â€Å"I've already found what I want,† she said brutally. â€Å"And who I want to be with forever.† Blackness welled up in his eyes, a cold rage that swept through the air between them. Looking into those eyes, Elena thought of a cobra about to strike. â€Å"Don't you be as stupid as my brother is,† he said. â€Å"Or I might have to treat you the same way.† She was frightened now. She couldn't help it, not with cold pouring into her, chilling her bones. The wind was picking up again, the branches tossing. â€Å"Tell me where he is, Damon.† â€Å"At this moment? I don't know. Can't you stop thinking about him for an instant?† â€Å"No!† She shuddered, hair lashing about her face again. â€Å"And that's your final answer, today? Be very sure you want to play this game with me, Elena. The consequences are nothing to laugh about.† â€Å"Iam sure.† She had to stop him before he got to her again. â€Å"And you can't intimidate me, Damon, or haven't you noticed? The moment Stefan told me what you were, what you'd done, you lost any power you might have had over me. Ihate you. You disgust me. And there's nothing you can do to me, not any more.† His face altered, the sensuousness twisting and freezing, becoming cruel and bitterly hard. He laughed, but this laugh went on and on. â€Å"Nothing?† he said. â€Å"I can doanything to you, and to the ones you love. You have no idea, Elena, of what I can do. But you'll learn.† He stepped back, and the wind cut through Elena like a knife. Her vision seemed to be blurring; it was as if flecks of brightness filled the air in front of her eyes. â€Å"Winter is coming, Elena,† he said, and his voice was clear and chilling even over the howl of the wind. â€Å"An unforgiving season. Before it comes, you'll have learned what I can and can't do. Before winter is here, you'll have joined me. You'll be mine.† The swirling whiteness was blinding her, and she could no longer see the dark bulk of his figure. Now even his voice was fading. She hugged herself with her arms, head bent down, her whole body shaking. She whispered, â€Å"Stefan – â€Å" â€Å"Oh, and one more thing,† Damon's voice came back. â€Å"You asked earlier about my brother. Don't bother looking for him, Elena. I killed him last night.† Her head jerked up, but there was nothing to see, only the dizzying whiteness, which burned her nose and cheeks and clogged her eyelashes. It was only then, as the fine grains settled on her skin, that she realized what they were: snowflakes. It was snowing on the first of November. Overhead, the sun was gone.

Family Branding

Family branding is a marketing strategy that involves selling several related products under one brand name. Family branding is also known as umbrella branding. It contrasts with individual product branding, in which each product in a portfolio is given a unique brand name and identity. There are often economies of scope associated with family branding since several products can be efficiently promoted with a single advertisement or campaign. Family branding facilitates new product introductions by evoking a familiar brand name, which can lead to trial purchase, product acceptance, or other advantages. Family branding imposes on the brand owner a greater burden to maintain consistent quality. If the quality of one product in the brand family is compromised, it could impact on the reputation of all the others. For this reason family branding is generally limited to product lines that consist of products of similar quality. 2. Family branding is a type of marketing tactic. It involves using one brand name to market multiple products. For example, a company may use one brand to market soap, lotion, hair shampoo, and nail polish. This differs from branding individual products, which involves giving each product its own name and image. For example, a company may sell lipstick and nail polish, giving each product line a separate marketing identity. The idea behind family branding is that a company can make a wide range of products both desirable and profitable by giving them all one recognizable name. Then, by building recognition of this brand name, a company can also build customer loyalty. When the company introduces new products or even makes changes to existing products, it can depend on customer loyalty to ensure its market will purchase the new or altered product. Additionally, family branding, makes it possible to use an advertising campaign to successfully market a range of products instead of just one at a time. Often, companies in the food industry use family branding techniques to market their products. For example, a company may make and sell bread, potato chips, frozen food, and condiments all under one highly recognizable name. This umbrella branding may mean such companies will sell more than they would with individual branding. Some consumers are more likely to choose a product with a familiar name over one that is less well-known, even if the known brand is more expensive. . Brands – Brand names Introduction How should brand names be chosen? Is the name important? Marketing theory suggests that there are three main types of brand name: (1) Family brand names: A family brand name is used for all products. By building customer trust and loyalty to the family brand name, all products that use the brand can benefit. Good examples include brands in the food industry, including Kellogg’s, Heinz and Del Monte. Of course, the use of a family brand can also create problems if one of the products gets bad publicity or is a failure in a market. This can damage the reputation of a whole range of brands. (2) Individual brand names: An individual brand name does not identify a brand with a particular company. For example, take the case of Heinz. Heinz is a leading global food manufacturer with a very strong family brand. However, it also operates many well-known individual brand names. Examples include Farleys (baby food), Linda MacCartney Foods (vegetarian meals) and Weight Watcher’s Foods (diet/slimming meals and supplements). Why does Heinz use individual brand names when it has such a strong family brand name? There are several reasons why a brand needs a separate identity – unrelated to the family brand name: †¢ The product may be competing in a new market segment where failure could harm the main family brand name †¢ The family brand name may be positioned inappropriately for the target market segment. For example the family brand name might be positioned as an upmarket brand for affluent consumers. †¢ The brand may have been acquired; in other words it has already established itself as a leading brand in the market segment. The fact that it has been acquired by a company with a strong family brand name does not mean that the acquired brand has to be changed. (3) Combination brand names: A combination brand name brings together a family brand name and an individual brand name. The idea here is to provide some association for the product with a strong family brand name but maintaining some distinctiveness so that customers know what they are getting. Examples of combination brand names include Microsoft XP and Microsoft Office in personal computing software and Heinz Tomato Ketchup and Heinz Pet Foods. What are the features f a good brand name? Brand names should be chosen carefully since the name conveys a lot of information to a customer. The following list contains considerations that should be made before making a final choice of brand name: A good brand name should: †¢ Evoke positive associations †¢ Be easy to pronounce and remember †¢ Suggest product benefits †¢ Be distinctive â € ¢ Use numerals when emphasising technological features †¢ Not infringe existing registered brand names * Family branding is type of marketing tactic which involves the use of one brand name for the sale of several related products. For example, a company may use one brand to market soap, lotion, hair shampoo, and nail polish. It differs from the individual product branding which gives a unique brand name and identity for each product. Family branding aids the introduction of new products by invoking a popular brand name, which can lead to trial purchase, product acceptance, or other advantages. It also promotes lower marketing costs and market acceptance of its products. Family branding is also known as umbrella branding. The concept of family branding allows a company to make a wide range of products both desirable and profitable by giving them all a single brand name. The popularity attained with the brand name helps the company to build customer loyalty. When the company introduces new products or even makes changes to existing products, it can depend on customer loyalty to ensure its market will purchase the new or altered product. Furthermore, family branding allows a company to successfully market a range of products by just one advertising campaign. Family branding inflicts on the brand owner a greater burden to sustain consistent quality. Family branding is mostly limited to products that have similar quality, because any damage to the quality of one product in the brand family will affect the reputation of all the others Family brand or umbrella brand by admin on October 26, 2006 FAMILY/UMBRELLA BRAND When a group of products are given the same brand name, it becomes a case of family brand/umbrella brand. In this case, different products of the company are marketed under one brand name. The examples given below are details of some family brands. Family branding/umbrella do not mean that entire product mix of the company should go under single brand name. A company may resort to different branding approaches for different product lines. Amul is an example of family/umbrella brand. Amul is the common brand name for the companyaâ‚ ¬Ã¢â€ž ¢s milk powder, butter, ghee and milk chocolates. Vijay is the family brand name for the products of Vijay Electricals, Mixer-grinders, electric irons, electric kettles, water heaters and other products of the company go under the aâ‚ ¬? Vijayaâ‚ ¬Ã¢â€ž ¢ brand. Videocon is a family brand name for a variety of products of Videocon Corporation. Its TVs, VCRs, refrigerators, washing machines and air conditioners go under the Videocon brand name. Godrej is another family brand. Several product lines of the company and several products in each of the lines go under the brand name Godrej. The products include locks, steel cupboards, office furniture electronic typewriters, desktop printers, refrigerators, air conditioners etc. The company also uses separate brand names for some other lines. In soaps, it has individual brands like Cinthol and Ganga. In detergents, it has individual brands like key and Biz. Johnsonaâ‚ ¬Ã¢â€ž ¢s is another family brand. The company Johnson & Johnson sells many of its baby care products under the Johnsonaâ‚ ¬Ã¢â€ž ¢s brand name — Johnsonaâ‚ ¬Ã¢â€ž ¢s Baby Powder, Johnsonaâ‚ ¬Ã¢â€ž ¢s Baby soap, Johnsonaâ‚ ¬Ã¢â€ž ¢s Baby Shampoo etc. BPL is another noteworthy family brand about five dozen products of the company go under the brand name BPL. It also happens to be the company name. In the case of Amul, it is an umbrella /family brand name for one line of products of the company. As mentioned earlier, Amul is an umbrella brand for NDDBaâ‚ ¬Ã¢â€ž ¢s milk and milk-related and milk-related products. And Dhara is an umbrella brand for the companyaâ‚ ¬Ã¢â€ž ¢s cooking oil line. Dhara is an umbrella brand for seven types of oil marketed by the company — Dhara mustard oil, Dhara groundnut oil, Dhara sunflower oil etc. Benefits of Family branding It is convenient to adopt a family brand for related products. Promotion of such products becomes easier and less expensive under a family brand. But the marketer in such cases has to ensure that all the products offered under the family brand maintain the same standards of quality. If one product in the group becomes a low quality product, it will affect the entire range of products under it. In other words, in family branding, there is a composite responsibility among the products coming under the brand. A major benefit in giving family brand name is that advertising and promotion effort can be combined for all the products falling under the family brand; the advertising budget can be stretched over several over several products. For example, Johnson and Johnson, with a wide product range in the baby care segment and medicare segment runs an ad campaign every year to promote its products. The same campaign takes care of all diverse products of the company. It is the Johnsonaâ‚ ¬Ã¢â€ž ¢s brand name that is advertised ad all the products get covered. The campaign lasting for new months every year ensures high recall value for all Johnson & Johnson products. Another advantage is that under family branding, new product launch becomes easier and cheaper. New products would enjoy a ready recognition and market set-up retailers too would find it easier to push new products under a popular ongoing brand name.

One country in The Middle East (Egypt) Essay Example | Topics and Well Written Essays - 750 words

One country in The Middle East (Egypt) - Essay Example Besides, Oman and Saudi Arabia are the neighboring nations. Dresch (2000) makes clear that â€Å"The Yemen is encircled by sea form the west, south and east† (p.43). One can see that Yemen’s nearness to the African continent and as the exit point of the Middle East Asia are crucial in international relationships. The ethnic makeup of Yemen includes Arabs and tribal people like Zaydis and Al-Akhdams. In addition, Islam is the most important religion in Yemen. Within Islam, there are two religious groups in Yemen: Sunnis and Shiites. So, this can be regarded as the primary religious division in Yemen. Unlike other Arabian nations, Yemen is not a religious republic, but a unitary parliamentary republic (presidential republic). Earlier, internal conflict due to the division of Yemen into North and South blocs was a serious problem. But unification of both the blocs into the Republic of Yemen reduced the further scope of internal problems. In the present condition, the inter nal conflict related to the Yemeni uprising (2011–2012) is a burning issue. Besides, violation of human rights and corruption are other problems faced by Yemen. Unlike other nations in the Middle East, Yemen is an underdeveloped nation. Blashfield (2012) states that, â€Å"It is now the poorest country in the Arab world† (p.4). To be specific, lack of infrastructure development and the rapid depletion of the existing oil deposits are the major problems which affects the economic development of Yemen. The Yemenis are inspired by the Arab Spring and the same resulted in the dethroning of Ali Abdullah Saleh. One can see that the Yemeni uprising resulted in the initiative to re-draft the constitution of Yemen. As pointed out, Yemen is not rich in oil deposits. Besides, the oil deposits in Yemen are showing rapid decrease in production. On the other side, lack of infrastructure development is hindering the scope

Case study project for Engineering Graphics & Design

Project for Engineering Graphics & Design - Case Study Example The study involved a case where energy storage system can detect the frequency of the power output, and controls this frequency automatically to arrive at the required frequency of the power output. The study assumes an introduction of wind power generation at 1/10 of the power system capacity, and investigates the use of energy storage using a dead band control, contrary to using a high-pass filter type of control. The proposed approach seeks to regulate frequency deviations resulting from power output fluctuations, as well as the respective fluctuations related to the system load. The study aims at understanding the results of a simulation concerning performance control and charge and discharge power on frequency deviations. Moreover, the study evaluates the total energy storage capacity of the battery that is fit to hold a specific range of fluctuations. The study assumed application of a battery system to store energy with a dead band to counteract the effects of frequency fluctu ations

The restructuring of toyota,nissan and ford in the global auto market Research Paper

The restructuring of toyota,nissan and ford in the global auto market - Research Paper Example In the outer fringe the supply chain systems consist of the third tier that generally focus on the delivery of certain parts to the assemblers or the tier two supplying units for the automobile companies. Toyota like all other large automobile companies revolutionized herein to create and sustain specialized supplying units that would only focus on supplying of a specialized or certain unit to the assembly centers. Dependency on a specialized supplying partner for delivery of needed components made it possible for the company to effectively initiate the ‘Just-in-Time’ quality system in its production methodologies (â€Å"The machine that ran too hot†). Toyota in terms of selecting the most able supplier to supply automobile parts to its assembly units located round the world works on a set of training and development activities to enhance its relationship with the supply chain units. Through the training and development functions the management of Toyota focuses o n making the supply chain units understands the need for supply of quality materials on time so as to effectively meet the objectives of the concern in times of changing competitive business and social environment. Maintenance of effective relationships tends to build long term commitment from its specialized supply chain units (Tsai, Chen and Yang 9-10; Roh 134). Restructuring activities pertaining to the ambit of global supply chain activities for automobile company Toyota relate to aligning a range of key supplier bodies that would contribute to the delivery of common parts for all its vehicles produced across the globe. This strategy is aimed at reduction in the number of varieties relating to same parts required for the same category of vehicles thereby standardizing on the quality of the supplies. Toyota in an example has focused on reducing the number of radiators sought from 100 to 21 through a system of closed networking and monitoring activities of its suppliers groups. Th is strategy further contributes in the reduction of overall cost of operations and supply chain functions for the company (â€Å"Suppliers key to Toyota restructure†). Restructuring plans for Toyota relating to the development of relationship with the supply chain units consisted of not only maintaining sustained relationship activities both in an online fashion and also through the enhancement of training and information sharing programs but also through other strategic activities. The set of other strategic activities related to Toyota’s new supply chain mechanism functionaries relate to the formation of effective joint venture relationships with key supply chain units. Through effective joint venture operations Toyota focuses on gaining a total control over the entire gamut of supply chain functions related to the supply of individual key parts to the assembly mechanisms and also in enhancing its dealer networks for augmenting sales of its vehicles in foreign countr ies (Gupta, Wakayama and Rangan 135). The above analysis for restructuring initiatives related to the supply chain functions for Toyota reflect that the company has taken resort to the dimensions of Lean Supply Chain strategies. Through the use of Lean Supply

Elementary education Essay Example | Topics and Well Written Essays - 750 words

Elementary education - Essay Example Mathematics is a vital subject and is a fundamental part of scientific disciplines. Mathematics is also applicable in daily lives; hence, it is essential for students to learn mathematics. For a mathematics teacher, it is vital to research on the most practical way to teach students, in order to make learning accommodative, to the different, comprehensive speeds of students. Students in this bracket are still experiencing progress in their cognitive development. It is important to use a teaching method that is not too complex, but at the same time, it encourages growth. In elementary school, the concepts covered will prepare the student to face the intricate problems that will be experienced in the other levels of learning. Summary of the concepts Education concept covered in the book† A Problem Solving Approach to Mathematics for Elementary School Teachers.† There are thirteen mathematical concepts covered. These concepts range from numerical systems to algebra thinking. Here, is a summary on the topics covered in this book. The first concept is numerical systems. In this concept, the teacher is expected to talk about numerical systems and describe number sets. The second concept is on whole numbers and the different mathematical operations that can be performed. They include basic operations of like subtraction and addition, division and multiplication. The third concept is on algebra. Some of the lessons learned in this are what are variables, different equations and algebra functions. This topic is viewed as challenging by most elementary students. There is also the theory of ratios and fractions. Also, discussed is how to perform mathematical functions on rational numbers. Decimal and real numbers make up the next concept. The students will be introduced to decimals and how to carry out operations on decimal numbers. Also, included in this concept are real numbers and how they are used in equations. The eighth concept is on proportions and perc entages. In the concept ratios are revisited, proportion and percentages will be introduced to the students. Probability also features as one of the concepts covered in this syllabus. Learning aides like tree diagrams are introduced to help students to comprehend better this concept. Data analysis as a concept is also introduced. The students learn about data and how different data forms are displayed and their applications in statistics. The tenth concept in the course book is on geometry. Different notions about basic geometry are explored, and angles and three-dimension geometry is covered. Measurement concepts make a part of the curriculum, in this concept; linear measurement, areas, volume and mass are discussed. Surface area is also coved and distance theories and the Pythagoras theory feature in this concept. In the last concept, motion geometry is discussed. In this concept, translation, rotation, reflection and size transformations are also covered. All this concepts are ta ilored to suit the cognitive need of the age bracket that is common in elementary schools (Billstein, Lott, 2012). Relevance of the course to teachers Teachers have an extremely crucial part to play in the cognitive development of children. It is, therefore, important for teachers to be aware of the best way to ensure that children are learning and are expanding their mental capabilities. This cannot be realized blindly research is constantly carried on how improve teaching methods. This Studies come up with improvements on the current system, hence; teachers have to be up to speed in order to adapt the positive changes being brought forward through this studies. It is imperative for teachers to study on how to be effective in their work. This course is significant for elementary math’

Globalization from a Cultural Anthropology's Perspective Essay

Globalization from a Cultural Anthropology's Perspective - Essay Example They came to the conclusion that all societies at their â€Å"civilization† stage must have gone through the former two stages of savagery and barbarian before making their way to â€Å"civilization†. All three stages were characterized on the basis of their shared attributes. Tyler focused more on other aspects of culture, for instance language and mythology, the arts of life and the arts of pleasure. (Hays) Globalization implies increasing influx of trade, finance, culture, people and ideas due to the advances in technology which has indirectly made modes of communication sophisticated, easier worldwide. Globalization has fast taken over today’s global economy. Not only are the world’s farthest places easily accessible but communication within seconds to and fro from different corners of the world has become a lot more easy. Today’s children and youth are far more connected and well versed with their counterpart teens from world over then a decade ago. Globalization studies have become very important point of convergence of interpretive anthropology and cultural anthropology. Terms such as â€Å"The New Economy† and globalization have become integral focus of Cultural Anthropology in modern literature of cultural anthropology. ... For example music, movies, arts. Popular culture and globalization have attracted similar hit songs, movies, artificats, even ways of conducted business in countries sharing different cultures. This is primarily because of more and easy awareness. So much has the influence of globalization been on cultural anthropology that today branding and value creation have whole heartedly accepted their importance. Massive campaigns world over are built accordingly. William Mazzarella’s award winning work titled â€Å"Very Bombay: Contending with the Global in an Indian Advertising Agency† is a very important example. (Harris) The widespread perception of consumer culture has always been there. Many attribute to America’s wealth and the status emerging out of WWII. Corporations back then were at their peak of manufacturing capacity. They had made a lot of money by capitalizing on the military needs and requirement. As a result, living standards rose and demands for material goods with more social standing also peaked. This lifestyle has stayed for the past few generations and now in most cases we short-sighted assume that we will always live like this. A good example of culturally invasive global trend can be seen in plastic surgery rooms in Iran. During the course of Islamic Revolution, makeup stayed restricted to Persian women and their faces would be covered to Islamic culture and names. As of today, Iran has become the nose job capital of the world. Iranian women world over spend more than â€Å"1500 dollars† to achieve what they call the â€Å"perfect nose† . The influences of satellite and television have also been immense and invasive. Persian women and many South Asian countries have adopted the idea that western nose is

HOMEWORK Essay Example | Topics and Well Written Essays - 750 words - 1

HOMEWORK - Essay Example Q1 (II): considering that the ratio of trade is 1:1 and that north is more efficient in producing both left and right shoes as compared to the south, the north will consume 70 pairs of shoes. That is, the north would rather not trade. On the other hand, with no increase in the number of workers in the south, they can only consume one pair of shoes if they give up one-left shoes for one right shoe (Miles & Scott 15-72). Q1 (III): assuming that there still are 10 workers in the North, the new exchange rate will be (300:3000), (100:1000) = 1:10. Therefore, the North could decide to exchange 30 left shoes for 300 right shoes. In this case, the number of pairs of shoes consumed will be 300 (Miles & Scott 15-72). Q2: the Federal reserve governor meant that in the year 2005, the payment made by the U.S for importing services and other visible and invisible goods were more than those received; leading to a current account deficit. In the process, the value of US currency decreased making U.S products cheaper in the international market. A decreased U.S currency means an increase in the value of foreign currencies leading to low foreign prices, thus low interest rate in the long-run (Arize 35-67). Q3: when the Government’s purchases increase during a war, consumption is concentrated on ammunitions. The country will heavily import the war machines than exports. This will lead to a deficit in trade account (a negative balance). To pay for the imported machines, more local currency will be supplied in the foreign exchange market than is demanded. Due to more supply than demand, the local currency will lose its value. The decreased value will be reflected in the exchange rate. Therefore, the real exchange rate will be lower. That is, the real price of the local currency against foreign currencies will be lower. The aforementioned effects would take place, whether a local or a

Morgan Motor Company Essay Example for Free

Morgan Motor Company Essay Morgan Motor Company (MMC) began as a family company and has remained that way over the years. Decisions were largely driven by steady demand for their luxury product. Traditionally, decision-making was premised on production quotas that kept supply slightly behind demand. While the company made a profit, it was not enough to sustain the company in the long term due increasing costs caused by inefficient methods of production. The key area for improvement was strategic planning based on detailed and accurate information. The implementation of the strategic plan would require a review of human resource management practices in order for MMC to develop into an organisation that valued continuous innovation. MMC could gain valuable information about its environment through SWOT analysis, which could be used to inform strategic planning decisions. The company survived difficult circumstances (e. g. World War II) and demonstrated its ability to diversify through the manufacture of munitions. Another key strength is the global demand for their differentiated product. Its domestic and international appeal creates an important opportunity to further expand its global customer base. However, the potential threat associated with this opportunity is uncertainty in a number of dimensions in MMC’s â€Å"general environment† (Samson Daft, 2009). Economic and political and legal factors in other countries could potentially impact on MMC’s sales, as was the case in the late 1960s where strict emission control regulations caused their US market to collapse. In this instance, domestic demand absorbed its impact and highlighted the importance of maintaining a diverse client base that could absorb the impact of any environmental changes. A sales and marketing department that is production led is ineffective in improving revenue and achieving the aim of increased profits. Additionally, this production led sales creates an artificial view of demand for its product. Thorough research of its client attributes coupled with careful planning and stronger collaboration between the sales and marketing and production departments enables the formulation of agreed sales targets. The key benefits of setting targets are: 1. integration with production planning, which reduces the likelihood of over-investment in inventory; 2. a proactive sales and marketing department that devises strategies to improve sales; and 3. measureable targets that can be used to evaluate efficiency and effectiveness. Despite having a keen and loyal workforce, the presence of change aversion confirmed that incremental change was initially more effective than radical change which may have created an unproductive atmosphere of dissent amongst its workforce. Moreover, steady demand for their product led to complacency, which justified Peter Morgan’s caution about change. This could be interpreted as lack of vision and is reflected in the lack of innovation and under-capitalisation of MMC’s machine shop. In a study done on Toyota (UK) Ltd. , it was noted that the traditional car manufacturing base in the UK was located in the West Midlands and these were â€Å"rich in precision engineering skills† (Winfield Kerrin, 1996, p. 50). MMC’s proximity to this manufacturing hub created opportunities for research and development by inspecting some of these manufacturers in an effort to improve their production practices and processes, specifically focussing on how technology could be used to improve efficiency. This acknowledgement of the power of technology finally came in the form of Charles’ introduction of a manufacturing resource planning computer system and use of CAD/CAM. Perhaps differences in generational attributes enabled Charles Morgan to more easily embrace technology. However, the positive outcome was product innovation such as design features to improve aerodynamics. Examination of how human resource management practices could transform MMC from an organisation where everyone defends their own corner into a team-based learning organisation was a natural progression once management accepted the need for change. In the first instance, focus should be on developing managers to help facilitate organisational change (Waldersee, 1997) and enable them to be effective role models within the company. Training solutions and interventions should target general areas such as effective teamwork and communication, motivating workers and encouraging innovation. Additionally, where there are identified skills gaps, it should also target content-specific areas e. g. contemporary sales and marketing practices would make up for the sales director’s lack of recent sales experience. Once again, Charles was led by example by enrolling in an MBA, thus demonstrating his commitment to ongoing education and development. Although collectivism has traditionally been associated with eastern cultures (Hartel, Fujimoto, Straybosch, Fitzpatrick, 2007), motor companies like Ford and Toyota moved away from Taylorism and demonstrated the value of teamwork in vehicle manufacturing (Winfield Kerrin, 1996). However, MMC’s reward system of individual production bonuses did not acknowledge the value of teamwork. Moreover, an unspecified dollar amount that was eroded by inefficiencies in the production process did not provide an incentive to improve production. Not only should these individual production bonuses be quantified, the company should also consider a reward system for foremen to acknowledge their efforts in encouraging individuals and teams to achieve higher production. The present day success of MMC is testament to management’s vision and commitment to continuous product and process innovation. Examination of their website confirms their ability to stay current through value adding which resulted in features in their cars such as lightness and environmental friendliness. This has enabled them to cater both for the on-road user and the racing arena, as is evident in the videos available on their website. Furthermore, offering factory tours not only gives potential customers insight into the manufacturing process, it also provides the company with the opportunity to share some of its knowledge with others. The insight gained by watching the video on MMC’s factory processes makes it evident that the MMC today is collaborative both internally and with its external stakeholders.

HR Practices Of Four Seasons

HR Practices Of Four Seasons Introduction Nowadays the range of luxury hotels all over the world is very big. There are different types of luxury hotels and all of them have their own policy, procedures and missions. Competition among these kinds of hotels is huge nowadays. The competition is based not on prices or percentage of discounts but it is based on values, exclusivity, atmosphere and quality of service. One of these competitors is world known, luxury brand Four Seasons Hotels and Resorts. However Four Seasons Hotels and Resorts managed to differentiate them from all other competitors in the Hotel Industry. In Four Seasons, management has a huge value of their employees, because they know that the power of service is in human resources. Human Recourse Management in Four Seasons Hotels and Resorts definitely plays very important role for providing success of the company and delivering premises to their employees and customers. The following research provides readers with full picture of Human Resource Management Polic y of Four Seasons hotels and Resorts. Also additional recommendations and comments are given in order to clarify the policy and mission of Human Resource Management. The research includes five important questions about HRM. Answers for these questions can be used as tools to improve the human resource policy of Four Seasons Hotels and Resorts. As for readers the research will help them to understand the value and mission of Human Resource Management in Hospitality Industry. Introduce the Company and its positions in the Hospitality Industry. Is it an employer of choice? Four Seasons Hotels and Resorts Company was founded in 1960 by Isadore Sharp and positioned as luxury hotel chain. The first hotel was opened in 1961 in the downtown area of Toronto, Canada. Isadore Sharp started a new kind of luxury hotels by making it personalized, taking care of each customer and offering an excellent service for their guests. For funds Sharp involved his brother-in-law, Eddie Creed and his friend, Maurry Koffler. Each of them contributed to the project. From 1970 till 1976 there were opened several Four season Hotels and resorts in London, Ontario and Bahamas. In 1976 Four Seasons hotels and Resorts grew and decided to expand in North America. So in 1976 they entered the US market in San-Francisco. So in 1977, Isadore Sharp along with Creed and Korrler decided to convert Four Seasons Hotels and Resorts into private company. Four Seasons has created a new niche in luxurious segment of Hospitality Industry, thus provided themselves with a great opportunity to grow. In 1986 the company went public, by being presented on stock market, but in 2007 it became private company again. By 1991 the company had around 36 hotels all over the world and around 13 sales and corporate offices. However Four Seasons faced with some financial issues and was rescued by investor from Saudi Arabia, the Saudi Prince Al-Waleed. In 1994 he purchased 25 percent of Four Seasons stocks and invested around C$100 million. After investing by Saudi Prince, the Four Seasons continued their expiation and opened new properties in Singapore, Mexico City, Berlin and Prague. In mid-nineties, whole hotel industry faced a downturn. As a result Four Seasons Hotels and Resorts turned to managing style rather owning hotels because it was much more profitable in the long run. (Four Seasons Hotels Incs HR Practice., 2009). Nowadays Four Seasons Hotels and Resorts has 84 properties all over the world with exclusive service and very clear companys culture. Nowadays Four Seasons Hotels and Resorts has several competitors in Hospitality Industry. They are Fairmont Hotels, Ritz-Carlton, St. Regis and Mandarin Oriental Hotel Group. Positions of Four Seasons Hotels and Resorts are very strong now. Despite on financial problems they faced in 1994, Four Seasons managed to stabilize and continue growing in hospitality industry. Four Seasons continues to have more of its hotels designated as AAA Five Diamond properties than any other hotel company and it has the most Mobil Five Star awards in the industry. The company is also consistently highly ranked in readers surveys in publications such as Conde Nast Traveler, Travel + Leisure, Institutional Investor, Andrew Harpers Hideaway Report and the Zagat Survey. (Hospitalitynet, 2010). First of all, the writer would like to give the definition of term Employer of choice. Any employer of any size in the public, private, or not-for-profit sector that attracts, optimize and holds top talent for long tenure, because the employees choose to be there. (Herman and Gioia, 2002, p. xi). Personalized service is a unique feature of Four Seasons Hotels and Resorts. But in order to make the service unique for their guests, the company pays attention to their employees. Four seasons Management teams do value their staff and treat them as guests, also with uniqueness. As one of employees said: Youre never threated like just and employee. You are a guest. (Four Seasons Hotels Incs HR Practice., 2009). This is the one and the most important reason why Four Seasons Hotels and Resorts became an Employer of choice. The company is recognized by many popular magazines as an Employer of Choice. For example, since 1998 Four Seasons Hotels and Resorts are among 100 The best Companies to Wo rk for, by Fortune Magazine. In 2009 Four Seasons Hotels and Resorts Company was awarded The best Workplace by Great Place to Work Institute Canada. Later in 2009 the Company was awarded Lifetime Commitment Award by National Society of Minorities in Hospitality (NSMH). In addition they were awarded Inductee to Canadas 10 Most Admired Corporate Cultures Hall of Fame 2010. Also Four Seasons Hotels and Resorts pay a lot of attention to trainings and development programs, thus in 2010 the company was listed in Training top 125 by Training Magazine. (FourSeason, 2010). As Four Seasons Hotels and Resorts in an international company and has many hotels all over the world, some of Four Seasons properties were also recognized by leading tourism and hospitality magazines. For example Four Seasons Hotels in the United Kingdom were The Best place to Work in Hospitality in 2008; Four Seasons Hotel Dublin received Business Award Status, based on the Hotels best practices in Recruitment and Select ion and Learning, Development and Progression; in 2008 Four Seasons Hotel Prague was awarded as Company of the Year 2008. This award is given to the companies who supporting the employment of hearing-challenged individuals. (FourSeason, 2010). All these awards and recognitions are the main indicator of Four Seasons Hotels and Resorts culture and a result of well-organized corporate environment. Explain its culture, its unique to the Company, how does this vary from its major competitors. Four Seasons Hotels and resorts has their own and unique service culture. The culture is mainly based on Golden Rule by Four Seasons Hotels and Resorts. The philosophy of Golden Rule is very simple and clear. As the CEO of Four Seasons Hotels and Resorts, Isadore Shard defined it: The Golden Rule do unto others, as you would have them to do unto you (Four Seasons Hotels Incs HR Practice., 2009). According to Mr. Sharp definition it is very important to treat everyone: guests, colleagues and partners as you would want them to treat you. Within Four Seasons Hotels and Resorts the Golden Rule applied to every person in the company and it does not matter whether you are manager or front line employee. What Four Seasons calls its unique service culture is based on a series of insights and beliefs about the person who provides the act of service, and the one who receives it. In writers opinion, the Golden Rule makes the uniqueness and creating a very positive atmosphere within all company and all properties around the world. The scheme below represents the forming of the culture. (Scheme 1) Scheme 1 As readers can see from the Scheme 1 there are several steps leading to the organizational culture. The first step is Philosophy of companys founder. As it was mentioned above Mr. sharp has his own philosophy of service and companys culture which is based on making the service exclusive and personalized. By implementing his own view of the service into Four Seasons Hotels and Resorts Companys structure, Isadore Sharp has created absolutely new type of culture not only for his personal need but also for whole the company. The next step is Selection Criteria, which is based on recruiting and selection of candidates. As we know from the case-study of Four Seasons Hotels Inc., each potential candidate for any position in four seasons Hotels and Resorts had to pass through five interviews and the final one was with the General Manager of the Hotel. In the example above readers can see that selection process in Four Seasons Hotels and Resorts is very difficult. It means that the company ne eds the best employees from the best. The selection process is very important for the company, because managers look for really professionalized persons or persons who have potential to learn and to be trained. The thing is that Four Seasons Hotels and Resorts based on personal service, thats why they have such complicated selection process. The next steps of analyzing Four Seasons culture are Top Management and Socialization. Top Management plays very important role in forming companys culture. As readers can see, in Four Seasons Hotels and Resorts Company, senior executives help to establish behavioral standards that can be adopted by the company. Socialization is a process which helps new employees to adopt into companys culture and implement skills and advantages in practice, by making service in Four Seasons Hotels and Resorts personalized. In addition the Socialization step can be separated into several stages like Pre-arrival stage, Encounter stage and Metamorphosis stage. Al l these stages directly helps in the process of forming the culture of Four Seasons Hotels and Resorts. In writers opinion, Four Seasons company culture is much differentiated form its main competitors. As an example, the companys culture of Ritz-Carlton Hotels and Resorts is based on Gold Standards of the company. Gold Standards consist of six parts which includes the credo, the motto of the company, the three steps of service, service values, the 6th diamonds and the employee promises. (Gold Standards of Ritz-Carlton, 2010). As if follows, Four Seasons and Ritz-Carlton cultures are focused on making the service they provide more personalized, but in addition Four Seasons hotels and Resorts are focused on their employees. As a result, readers can make a conclusion that in Four Seasons Hotels and Resorts, the culture is as guests oriented as employees oriented. To prove this statement, the writer would like to present a phrase maintained in the case-study: Loyalty to guests is important, but employees come first. (Four Seasons Hotels Incs HR Practice., 2009). One of the most important Four Seasons Hotels and Resorts differences from major competitors is that the company is more employees oriented rather other companies in Hospitality industry. As a result it attracts more and more employees to join Four Seasons Hotels and Resorts. How does HRM fit into the companys vision, mission values? Do these reflect a strategic purpose? How does HRM fit into the overall identity of the company, its managers and employees, make recommendations for any improvement and justify these. Four Seasons Hotels and Resorts haves their own vision, mission and values which are behead on Golden Rule. From HRM point of view, it directly into companys values, vision and mission. From the strategic nature of HRM in Four Seasons Hotels and Resorts, they deal with day-to-day issues, but it is also proactive in nature and integrated with other management functions. In addition HRM makes more clarified strategic view of human resource in Four Seasons Hotels and Resorts. From the recruitment point of view, human resource management makes sophisticated recruitment for all employees. In addition it has strong internal labour market for core employees. (Henderson, 2008). One of the most important values of Four Seasons hotels and Resorts is empowerment. HRM is responsible for delivering this feature to employees vision. Empowerment is management responsibility of sharing information, rewards, and power with employees so that they can take personal initiative and make decisions to solv e problems and issues of the guests and improve service quality and performance of the company. It is based concept of giving employees the skills, resources, authority, opportunity, motivation, as well giving them responsibilities of their actions. (BusinessDictionary, 2010). In Four Seasons Hotels and Resorts management pay lots of attention to empowerment because it helps to increase the level of service and in addition it makes employees feeling more responsible and important for the company. Thats why in all Four Seasons properties employees can act and take decisions independently. It means that for human recourse management, employees satisfaction is very important as guests satisfaction. Based on this writer can definitely say that Human Resource Management make big contribution into companys vision, value and mission. In Human Resource Management, trainings play also an important role in employees development and success. As for Four Seasons Hotels and Resorts, trainings ar e transformed into learning and development philosophy transcending job-related training programs. The advantage of trainings in Four Seasons is that all trainings are designed foal all levels of employees including non-management. In addition trainings are designed to develop leadership and personal skills. For example Four Seasons Hotels and Resorts has a special program designed for graduates of hotel schools. Applying to Manager In Training Programs (MIT) is meant that candidates has the attitude to be trained, accept Golden Rule and successfully implement it in their job. (Manager In Training Programms, 2010). In order to improve HRM policy of Four Seasons Hotels and Resort the writer would suggest several steps to make it more balanced between guest oriented policy and employees oriented policy. Four Seasons are trying to balance these two subjects, but it seems that they are a bit confused about it. The solution of this issue is to provide more benefits for their employees. First of all it would increase the flow of qualified persons who have ability to be learnt. From the other hand it would motivate employees to increase their level of education, to apply for mote training programs in order to get career development in the future. The third advantage of increasing employees benefits is that this would change and directly review the policy of the Four Seasons Hotels and Resorts thus make it more employees oriented. But for the other hand the company should not forget about their main goals personalized service for each customer. That is why Four Seasons Hotels and Resorts make their em ployees empowered. The HRM policy of the company is also based on forwarding employees to the right way, the way of Golden Rule. They dont do anything special, but their work is not easy, because Human Resource Department is the first who faced with employees challenges and in addition they have to bring the ideas and values of Golden Rules into employees minds, in order to reach companys goals which are based on exclusive and personalized service in all Four seasons Hotels and Resorts. Does it have effective policies and procedures in HRM? Critically evaluate the ones you have identified. As readers can see from examples above, Four Seasons Hotels and Resorts have very specific HRM policy. The thing is that in Four Seasons Hotels and Resorts Human Resource Management is based on standards, but they dont have lots of rules. As they prefer personalized customer service they do empower their employees, so they can act in any situations. This allows employees to take actions and to feel free to respond all customers needs. As in all situations, there is a risk of making wrong decision. The employee will be responsible for this, but in all cases the company can lose their customer which will affect the company as a whole. As Human Resource policy in Four Seasons Hotels and resorts is more companys philosophy orientated the employee turnover is just a half compared with the whole industry. Four Seasons created their own niche in the hospitality industry. Nowadays Four Seasons Hotels and resort has several main competitors. From HRM point of view, employees benefits are one of the most attractive parts for people who are interested in joining company. The term employees benefits is common for all industries. Employee benefits are all benefits and services, other from wages for time worked, that are provided to employees in whole or in part by their employers. (Definition of Employee benefits, 2010). Below, the researcher presented the table of benefits, which presents the whole picture of benefits policy of Four Seasons Hotels and Resorts and its main competitor Ritz-Carlton. The table will help readers to analyze and examine employee benefits of two main competitors in luxury mid-size hotel niche. In addition both competitors use management contracts model of managing properties. This is very good decision. The thing is that there are several recent examples that show that franchising method of managing properties doesnt work in a proper way nowadays. Development of employees commitment or loyalty directly depends on job conditions provided by employer. That is why providing basic benefits in necessary for big companied like Four Seasons Hotels and Resorts. But in order to attract more employees whey included more benefits in basic conditions. Definitely this action would influence the flow of employees and would increase motivation, which will positive effect the company. Table 1 Benefits Hotel Brands Four Seasons Hotels and Resorts Ritz-Carlton Hotels and Resorts Career growth opportunities Career growth/promotions opportunities Unique deep culture Discounts on spa treatments Best-in Industry training Childcare discounts Luxury environment in magnificent locations world wide Tuition reimbursement Profit sharing / incentive bonus / competitive salaries Income replacement programs (both short and long-term disability) Complimentary stays at Four Seasons properties with discounted meals Discounted accommodation in all Ritz-Carlton Hotels and Resorts Paid holidays / vacation Paid vacation, sick and holiday leave Educational assistance Health and wellness insurance programs Dental and medical / disability / life insurance Life/health/dental/vision insurance Retirement benefits / pension Retirement savings and profit sharing plans Employee service awards Healthcare and dependent care spending accounts Annual employee party / social and sporting events Service anniversary awards Complimentary meals in dedicated employee restaurants Complimentary or low cost meals in your Employee Dining Room (Four Seasons Benefits, 2010), (Ritz-Carlton: Understand Benefits, 2010) After careful comparison of both employees benefits, readers can define several differences, which directly influence the loyalty of employees. In order to make HRM policy more reliable, writer would suggest to enlarge number of benefits. In addition increasing different incentives for line-staff employees would also positive effect Human Resource policy of Four Seasons Hotels and Resorts. If you were the VP of HRM how would you move the company forward in the next five years? Four Seasons Hotels and Resorts is very developed luxury hotel chain.

Motorolas marketing strategies

Motorolas marketing strategies CHAPTER I INTRODUCTION Problem Statement Motorola rapidly became the largest mobile phone seller in UK. In 2001, its asset was more than  £32.74 billion and it had 100 million subscribers. Until 2002, these figures have grown to over  £38.8 billion and more than 138 million subscribers (Motorola Company Profile, 2004, p1). However, the continued good performance of Motorola is threatened by a number of factors. These threats come from a number of places, the most important of these being the fierce competition with the three other state-owned companies. However, this competition will be increased in 2007 when the British Telecom (BT) Telecommunications Agreement comes into effect, allowing foreign companies access to UKs telecommunications market (Milner, 2003, p3). This pressure is reflected in the fact that the Mobile Phone Revenue per User has dropped 50% in the past three years (Milner, 2003, p3) to a figure of  £100 Yuan (Reuters, 2004, p1). Another major threat faced by Motorola comes from Nokia, which has gained significant strategic advantages through its security of exclusive rights to use the new CDMA network technology (Milner, 2003, p3). Purpose of the Study All of these mean that Motorolas marketing strategies, especially its advertising strategies, will become the most important element of its sustained and successful growth. The challenge for Motorola is to gain and maintain market share, and continue to seek future growth. Winning clients is one thing; keeping them an entirely different challenge companies have to adopt proactive strategies to retain hard-won customers. (How to maintain loyalty among risk customers, 1999, p1) Therefore, the application of successful advertising strategies is a critical factor for attracting new customers and keeping existing ones. Marketing research suggests that advertising is about attitudes, the attitudes of consumers towards products. Boyd, Ray and Strong (1972) propose that there are five strategies which marketing managers can pursue in relation to basing their advertising campaigns on attitudinal change. Aims Objectives The objectives of this research are consequently: To identify the current attitude of both existing and prospective customers towards Motorolas service. To examine to what degree Motorolas current advertising campaigns are related to the five marketing strategies mentioned above, which are based on changing customers attitude towards one brand. To suggest tentative recommendations to Motorola on how attitudinal strategies could be better incorporated into its future advertising campaigns. This objective is based on the findings of the current study and suggests various ways, in which Motorola can effectively influence the attitudinal sets of customers (see Chapter 2.0, p7), i.e. their attitude to products. Dissertation structure This dissertation consists of five chapters including Chapter One, the Introduction, which deals with background information, as well as giving a brief introduction to marketing strategies. In addition, the research objectives are presented here. Chapter Two provides the reader with an overview of the literature review, which first covers the background of the global and British telecommunications industry and second looks at some specific advertising strategies in order to construct a basis for conducting the research. Chapter Three refers to the methodology used, and discusses the limitations to the research carried out. Chapter Four presents the findings of the research together with the discussion of the conclusions reached. Chapter Five, the conclusion, discusses the possible implications of this research for future studies. Summary This chapter has provided readers with a brief introduction of the research background, as well as has identified the objectives that this study aimed to achieve. The next chapter begins a literature review, in which a comprehensive background concerning this study and some mainstream marketing theories will be presented. CHAPTER II LITERATURE REVIEW History of British Telecommunications Industry The telecommunications revolution will have a profound impact on us all- on our everyday lives and our jobs. Indeed telecoms, together with the closely related but broader category of information technology, are going to be the biggest technological driver of economic and business change during the next decade and more. (Dadd, 1998, p1) The history of the world telecommunications industry has been a turbulent one. It has been common in western countries that the state controlled monopolies, such as that of British Telecom in the United Kingdom or Bell Atlantic in the United States have completely dominated their domestic markets for a long period (Local hero: mobile telephones, 1993, p1). However, a break up such as that of Bell Atlantic into the baby Bell companies, which occurred in following years, heralded a new era of the telecommunications industry (Dadd, 1998, p2-3; Pruzan, 1996, p1-3). After the failure of the dot com revolution, telecommunications emerged in the late 1990s as the new darling industry in the stock market with millions if not billions of dollars invested into it in the western world (Sarkar, Cavusgil and Aulakh, 1999, p1-2). Along with the universal growth in the telecommunications industry, it was the area of mobile phone networks which saw the most dramatic growth and highest profits of thi s industry. The deregulation of telecommunications however is not a phenomenon which has been restricted to western economies. Deregulation of the telecommunications industry is seen by many governments not only as a significant economic affair but also an important social one, A bold deregulation of the telecoms industry will, with luck, spread the use of the Internet in India and change millions of lives. However, the telecommunications industry is also a political matter in many countries such as UK, which sees foreign control of its domestic telecommunications companies as a serious issue (Harwit, 1998, p1; Milner, 2003, p1). Yet due to UKs accession to the WTO, it has been forced to deregulate its telecommunications industry and furthermore open the market to foreign investments (Stilson, 1999, pp1-2). The history of UKs telecommunications industry dates back to 1877 when the first telegraph line was installed. By 1911, there were 8,000 telephone subscribers and 8,800 telephone lines yet little improvement was made on this infrastructure during the rule of Chairman Mao (Harwit, 1998, p4). The British government realizing these changes responded early in the 1980s was aware that reforms of UKs stagnated telecommunications industry would become a vital and critical factor in successfully modernizing UKs overall economy (Harwit, 1998, p5). However, it was not until the 1990s that the pace of reform was quickened when the monopoly UK Telecom was split up (Lin Sun, 2000, p1). In 1994, Nokia was founded in order to compete with UK Telecom, followed by the formation of the Information Industry Ministry in 1998, which became UKs telecommunications industry regulator (Rothman and Barker, 1999, p1). Motorola Communications Corporation (CMCC) was established on April 20th, 2000 (Pangestu and Mrongowius, 2002, p5), and it became the biggest mobile phone seller in UKs telecommunications market (Motorolas net edges up as competition intensifies, 2003, p1). While the four companies originated from the same parent company, this common heritage however is not reflected in the highly competitive relationship which now exists among the four companies. Indeed this competition is set to increase with the recent development of information technology and the soon occurrence of 3G License permitted by the British government (Milner, 2003, pp3-4). It has been reported by various sources that the fixed lined operators intend to compete along with the mobile operators for the rights to operate these networks (Pangestu and Mrongowius, 2002, pp5-7). Motorolas Current Situation Motorola finds itself doing business in a market, which is in upheaval as well as of deregulation, internal competition and external competition (Motorolas net edges up as competition intensifies, 2003, p1; Einhorn and Roberts, 2002, p1-2). The fierce competitive environment in which Motorola operates therefore has meant that the company has had to embark on an aggressive advertising campaign, which is designed to solidify and increase its market share before the full effects of the WTO inspired reforms can be felt. According to Nielsen Media Research on advertising spending in UK, Motorola spent 1.3 billion advertising in 2002 (British brands dominate ads in local market, 2003, p1). Thus this is both a demanding time for Motorola and an interesting time for anyone who wishes to research a young and dynamic company in a period of rapid change for its marketing strategies. Theories of Marketing Strategy and Advertising Strategy The marketing concept states that you stand a much better chance of selling something if you understand why someone wants to buy it in the first place. (Michaels, 1982, p67) Marketing can be seen as those sets of business practices and related strategies which are applied by companies to attract potential consumers into purchasing their products (Kotler and Cox, 1988). But marketing is not only about enabling a company to attract consumers, but also about maintaining those existing customers over a period of time, in essence the building of a brand and the creation of a brand loyalty (Kotler and Cox, 1988, pp76-77). In order to achieve such a aim, one of the key strategies to be the most important for gaining and maintaining market share is advertising and sales promotion, increase advertising and sales promotion of superior products, services, or price benefits to underpenetrated or untapped customers; advertise new or improved benefits to all customers. (Kotler and Cox, 1988, pp76-77) Marketing research has suggested that advertising is about attitude, the attitude of consumers towards products, Our reason for selecting attitudes as our basic way of looking at a market is based on more than the fact that one function of advertising is to affect attitudes. There is considerable evidence to show that the way a person thinks and feels about a brand- his attitudinal set determines how he will behave. His reasons for wanting a product determine his selection. (Reiser cited in Boyd, Ray and Strong, 1972, p341) Boyd et al (1972) suggest that there are five strategies which marketing managers can pursue in relation to base their advertising campaigns on attitudinal change. These strategies briefly seek to: Affect factors which influence the choice criteria of customers; Add salient characteristics to products; Increase /decrease the ratings for salient characteristics; Change brand perception; Change perception of competing brands with regard to some particular salient characteristics. Telecommunications is one field in which it has been possible to find quite similar responses. Telegraph, post, and telephony have been organized as state monopolies almost everywhere, and states have acted as policy makers, regulators, and service providers all at once. National telecommunications regimes have surprisingly similar features from Europe to Asia, and from America to Africa (Noam, 2006, 2007). Naturally, there are exceptions (for example in the United States, where the monopoly is private and the state acts only as regulator and policy maker). Still, the similarities in the organization of the telecoms sector are unique compared with the diversity of institutions and governance mechanisms of other sectors. The old telecommunications order is now undergoing radical changes. The sector, which for years served as the economics textbooks most cherished example of a natural monopoly, has been transformed to a competitive sector (although competition is imperfect and partial). Surprisingly, despite the widespread changes, sectorial homogeneity in the move to liberalization remains remarkable across countries, continents, and level of economic development. In telecommunications, changes are indeed global and they include radical change in the economics, technology, and organization of the sector as well as in the role of the state and the mode of governance. The extent of change in telecommunications is so radical that it is now seen to epitomize the hollowing out of the state. Telecommunications, argued Susan Strange, serve as an extreme example of one process by which authority has shifted massively away from the governments of states to the corporate management of firms The result of this shift has been to narrow the options open to supposedly sovereign states, and to extend the opportunitiesand riskof those enterprises engaged in the supply of services and the hardware by which the services are offered on the market (Strange, 2007, p. 100). As competition increases and markets widen, telecommunications may become a paradigmatic case exemplifying perceptions of reality and change in political economy among the general public and social scientists alike. Telecommunications thus acquires the characteristics of a critical case for theory testing. If suggestions regarding the retreat of the state prove false or one-sided in telecoms, it should be even more difficult to support them in other cases. The scope of change and the extent of regulatory innovations make telecommunications highly interesting for retailers of politics, political economy, and public policy. It becomes the paradigmatic case, one which shapes beliefs about organization of the economy and relations between politics and economics. At the same time, it generates new knowledge about the regulation of other sectors. This is also observable in popular journalism. Take, for example, the following passage from the Economist: In recent years, the telecom business has demonstrated that when deregulation and innovation, strong forces in their own right, come together, the results can be startling. What is true in telecom is now coming true in electricity (my emphasis). Indeed, beyond electricity, telecommunications has come to be conceived as a regulatory laboratory in which experiments are conducted and experience is accumulated for future implementation in other sectors such as road transport, railroads, water, and gas. The restructuring of the telecommunications sector during the last decade has generated a global telecommunications market for the first time. Increasingly more parts of telecom equipment are no longer produced nationally, but are traded on extra-national markets. Foreign direct investment in the sector is booming and the liberalization of services has been accompanied by the entry of foreign investors as competitors but also as partners in global alliances. Instead of one national network for telephony, different networks now exist, characterized either by the same technology (wire telephony) or competing technologies (internet telephony, mobile telephony, and cable telephony). The striking changes in the national arenas of telecommunications are repeated and enforced by several international agreements such as the WTO agreement on the liberalization of government procurement (2007), the Information Technology Agreement (2007), the WTO agreement on trade in basic telephony (2007), a nd the Mutual Recognition Agreements on the testing and certification of telecommunications equipment (2007). Side by side with the transformation of the sector, the creation, extension, and perfection of the regulatory capacities of the state may be observed. The administrative state is relinquishing the provision of services, but instead of retreating it is assuming new regulatory roles. These new roles are enforced and diffused through the constitution of the single European market, emulation of the American regulatory structures, policy learning, and even international pressures. The diffusion of regulation may serve a wide range of social goals, from universal supply of essential services and products to price control in situations of market failure. This paper concentrates on one particular aspect of regulation, namely regulation for competition. Market competition, as will be shown in this paper, is not only the natural outcome of state retreat from the economy or a matter for any invisible hand. Competition is politically, socially, and administratively produced and it takes the form of highly complex regulatory regimes that are devised to govern micro-segments of the telecoms sector. The paper distinguishes two types of regulated competition: regulation-of-competition and regulation-for-competition. While the first is a liberal form of intervention which aims to correct market failure, the second has a mercantilist character and aims at market creation by the state. This second form of competition is a critical aspect in the restructuring of the telecoms sector, which is often misunderstood as simply deregulation. The critical place of reregulation-for-competition in the governance of the new telecoms regime, as will be demonstrated here, underlines the rise of a competition state which is not a liberal state and not a welfare state. The competition state, without transforming the whole apparatus of the state and with an important but limited effect on society, is assuming a very traditional role, with a neomercantilist character, which it always had. It is revitalizing and reforming economic sectors in order to promote national competitiveness. Restructuring Motorolas Markets The introduction of competition to the telecommunications market is a multi-level process. On the intra-national level the introduction of competition may be characterized first as a movement towards corporatization and increase market share of Motorola. The statists provision of telecom services was replaced by a new regime which was based on a mixture of regulations, reregulations, and deregulations. Corporatization means the transformation of a government-administered service into a legal entity of a joint-stock company. This company may still be state-owned, but in contrast to the past it now enjoys a measure of autonomy from the state (Noam Kramer, 2007, p. 278). In most countries where ministerial departments formerly supplied telecommunications services, corporatization was one of the first steps towards a more economic and market-oriented provision of services. Corporatization thus reflects a retreat of the state only if one understands the relations between the state and th e market as mutually exclusive, or zero-sum (i.e., more market means less state, and vice versa). However, if the states strength is not defined in terms of its direct provision of economic services, then outsourcing services may result, exactly as in corporate restructuring, in more power rather than less. In many countries corporatization also led to increase market share of Motorola, namely transfer of shares or functions from public to private hands. In some countries, increase market share of Motorola has been a major milestone in the restructuring of telecommunications. British Telecom was privatized in 1984 and NTT of Japan in 1985. Other countries followed this road a few years later with a partial increase market share of Motorola of their Telecom Operators (TO). In Israel, Bezeq was privatized in 2006; in the Netherlands KPN was privatized in 2007; in Germany, Deutsche Telecom was privatized in 2007; France Telecom was privatized in 2007, and Brazils Telebras was privatized in 2008. Different strategies of increase market share of Motorola were employed in different countries, and following the initial offering of part of the governments shares, the process proceeded at varying rates towards complete increase market share of Motorola. Still, the move to privatize the telecommunications sector has become common around the world. Increase market share of Motorola may not affect, however, the extent of competition in a specific market segment. Private monopoly, as the American example of ATT monopoly shows, does not necessarily entail more competition. But increase market share of Motorola, like corporatization, is definitely a step forward in the introduction of market considerations into segments of the economy formerly that followed (or were supposed to follow) public service criteria. The corporatization of telecommunications services has contributed to the creation of a political space in which public officials can more clearly distinguish their function as providers of telecommunications services and their regulatory and policy making functions. Regulation is a distinctively American approach of state intervention; its introduction to Europe, on the national and European Union levels, is admirably discussed by Majone (2007). Regulations, rather than public ownership, planning, or centralized administration, are increasingly used in telecommunications. While the process of substituting the dirigiste state by the regulatory state is observed beyond the sphere of telecommunications, in this sphere the scope of change is most impressive. The separation of government functions in the sector allowed the creation, development, and consolidation of regulatory capacities in readiness for the new business-like corporations which were still under government control. The process was further accelerated and strengthened following increase market share of Motorola, which marked more clearly the distinction between public and private. National Regulatory Authorities for telecommunications were established or are in the process of being established throughout Europe (e.g., Oftel in the UK, OPTA in the Netherlands, BMPT in Germany, ART in France) and elsewhere (i.e., Brazil, Israel, South Korea, and Australia). Although these regulatory agencies vary in their institutional design, autonomy, and regulatory capacities they command they often enjoy considerable control over the development of the industry. One demonstration of this paradox is the dynamics of the regulation of interconnection regimes with respect to the unbundling of telecommunications services. The enthusiasm, indeed the near religious zeal, that the competition state manifests in the introduction and enforcement of competition, even in the most difficult terrain, shows the critical role the state plays in restructuring global telecommunications. Bundling is the tying of the supply of one service or product to the supply of others. For the seller of products, bundling is a form of legitimate competitive strategy. Yet for clients, it often means that they will have to purchase an unnecessary products or services which they may obtain of better quality and at a better price elsewhere. In such cases, policy makers, regulators, and judges have to decide whether the economic power of the service provider should be balanced by political power. One way of doing this is by requiring the provider to unbundle the products or/and services, and thus enable clients to purchase only the services and products they want, and by extension to promote the market in unbundled services and products. Bundling and unbundling are common regulatory problems in various economic sectors, but in telecommunications they display the complexities of the interaction between state and market and how far regulators feel obliged to intervene for the sake of competition. Unbundling is considered a prerequisite for competition in the local loop; hence regulators readily intervene to ensure that the dominant operators will not force bundled services on their competitors. Here, they regulate relations between household and business consumers and telecommunications operators, and also those between the dominant seller and the smaller, newer providers who need interconnections and various other services from the big and hostile brother. Digital local exchange networks are highly expensive systems which provide a range of services such as advance signaling, diagnostic and testing procedures, switching, and transport. A new seller may thus find it impossible to build an entire local exchange network; to foster its entry to the market, regulators often take measures that ensure its capacity for special access (e.g., switching but not transporting, or signaling but not switching). Determining what may be part of a bundle and what may not requires the regulator to have sophisticated technological capabilities (to determine down to the precise layers and point of access where connection is possible) and sophisticated economic and accounting capabilities (to set an adequate rate for each unbundled service). At the same time, it gives the regulator the power to set prices for each of the components of the telecom networks. Instead of simple cap-regulations of retail tariff in the old telecom regime, it now has plenty of ways to devise the wholesale tariff. The National Regulatory Authorities that were established during the last decade, and their forerunners, the Federal Communications Commission (FCC) and OFTEL, are now in the process of acquiring these skills. The American Telecommunications Act of 2007, for example, requires that dominant operators unbundle their networks at technically feasible points and make individual elements available to competitors on a modular basis. They are also required to enable their competitors to physically collocate equipment within their premises so as to allow them to take advantage of unbundling (Knauer et al., 2007). By establishing more detailed regulations regarding the general requirements for the unbundling of the telecommunications services, the FCC is now creating one of the most detailed regulatory regimes ever designed for the promotion of competition. The design of an interconnection regime with as many unbundled services and points of access to the network as possible is, at least theoretically perhaps, a matter of commercial agreement. Yet, the dominant seller has strong incentives to use its control over the public network so as to discourage competition (by either inflating prices and costs or preventing interconnection under various technological pretexts). The most complex problem of unbundling is the determination of a gross interconnection charge that has to be decomposed into dozens of elements, each of which may provide the basis for a new dispute (involving several courts in different instances). This situation may be further illustrated by comparison to the more familiar market of cars. The unbundling requirements on telecommunications operators may be compared to a demand that car manufacturers unbundle the vehicles they sell into their various components. A client or competitor would then be able to purchase a car wi th no wheels and/or engine, and shop around for a better deal. Probably, because cars can be purchased from different manufacturers at different price and quality levels, the car industry is not required to unbundle its products. This is not the case, of course, in telecommunications where the local loop is still a natural monopoly and thus requires more rules (e.g., unbundling requirements) to allow for more competition. The unbundling of networks is likely to create more sophisticated markets and may promote competition in the local loop as well. While the success of such a strategy is still unclear, the situation and politics of unbundling demonstrate that the discretionary power of some policy makers and bureaucrats has attained heights never previously reached. The extent and the role of reregulation in the restructuring of the telecommunications market is accompanied by the emergence of strong regulatory states and by the entrepreneurial role states play in the introduction of competition. The strengthening of regulatory bodies and regulation-for-competition policies may shed light on the dynamics of change in the relations between states and the economy, particularly on the change in the role of the state. To achieve this, one has to move beyond the old two-pole model, which sets economic socialism against economic liberalism and which frames the intellectual terrain for the discussion of political economic change. Neither regulation-for-competition nor the rise of the competition state fits this two-pole model. The creation of interconnection regimes and the case of unbundling the networks go far beyond the liberal conceptions of the state as regulator in cases of market failure. In these regimes the state plays the part of market generator, which cannot reconcile with economic liberalism. The central position of regulation-for-competition as the pillar on which the restructuring of telecommunications stands requires us to extend the debate to include a third perspective on political economy. This third perspective is sometimes presented as mercantilism and sometimes as economic nationalism, and it has been, since the rise of classical economics, a subject for scholarly attacks more than ground for positive theory-building (LeviFaur, 1997a; Crane, 2008).[10] It was Adam Smith who coined the term mercantilism in order to ridicule the dominant political economy of his time. Subsequently, the major political economy debates for long turned on the relative advantages and disadvantages of mercantilism vs. liberalism. Later on, in the 19th century and early 20th, when various democratic and undemocratic forms of nationalism became a popular ideology, mercantilism assumed the form of economic nationalism and it became the major antagonist of economic liberalism. While mercantilism mobilized state power in order to advance the economic resources of the state, economic nationalism took the state as a tool for development of the national economy and for the benefit of the nation rather than the state. Several especially nasty forms of economic nationalism, for example, that of Nazi Germany, made the notion extremely unpopular after the Second World War. Since then, both economic nationalism and neomercantilism were marginalized as political economic theories, or at best were reduced to some form of bounded-rationality (e.g., protectionism, large symbolic projects). With the collapse of the Soviet empire and the retreat of social-democracy in the West, we must move on and abandon the habit of framing the discussion exclusively in terms of socialism vs. liberalism, or even Keynesianism vs. monetarism. To capture some basic features of the change we should consider the political economy of mercantilism, which accounts for different interests of na tions in the process of economic development. Summary The information economy carries the distinctive libertarian tone of technologies of freedom and technologies without boundaries. Yet in telecommunications, when the music is actually played, this tone proves to be no more than an undertone, an accent. Indeed, governments are changing their role in this market: they no longer provide telephones and services. Bu

Cloning Essay examples -- Essays Papers

Cloning For hundreds of years man has wondered what it would be like to clone human beings. With the idea of cloning comes many different opinions and positions. The idea of creating an army of "super humans" has long been a dream of many people. Others have feared what would happen to the world if cloning were possible and if cloning is morally correct. Overall, religion and ethics play a vital role in the both of these viewpoints and greatly effect many positions on the topic of cloning. In February of 1997 Dr. Ian Wilmut, a 52-year-old embryologist at the Roslin Institute in dinburgh announced the cloning of a lamb named Dolly 1. He had replaced the genetic material of sheep's egg with the DNA from an adult sheep. The findings of Dr. Wilmut immediately created many new controversial questions. None were as controversial as: Will they apply this to humans as well? According to Dr. Wilmut, the answer was "there is no reason in principle why you couldn't do it"(clone humans), but he added, "All of us would find that offensive."2 From the viewpoint of those in favor of cloning human beings do not see it as morally, or ethically wrong. Many see it as an opportunity to have children, or possibly to "re-create" a child who is dying from a terminal illness. Many infertile couples are worried that they would never have the chance to someday have children through new technology that would be brought about through cloning. Others believe that it is an invasion of personal freedoms because the government may try to dictate what a person can do to their body. Anita Manning, a writer for USA TODAY revealed another argument in favor ... ...n, Daniel. "A Step Too Far." 23. 3 Manning, Anita. "Pressing a 'Right' to Clone Humans." p1D. 4 Glassman, James. "Should we Fear Dolly?" Sec A p17. 5 Anyonomous. "World Wide: Clinton Proposed" Sec A p1. Works Cited: - Anonymous, "Trials and Triumphs in the History of Cloning," Successful Farming 97 (1999) S28 - S30. - Anonymous. "World Wide: Clinton Proposed" Wall Street Journal 10 Jun 1997: Sec A p1. - Callahan, Daniel. "A Step Too Far," New York Times 26 Feb 1997: Sec A, p23. - Chase, Chevy. "Dealing with Dolly: Inside the National Bioethics Advisory Commission," Health Affairs 17 (1998): 264 - 267. - Glassman, James K. "Should we Fear Dolly?" The Washington Post. 25 Feb 1997: Sec A p17. - Manning, Anita. "Pressing a 'Right' to Clone Humans." USA Today. 6 Mar 1997: p01 D.

Amazon.com Essay -- Biography, Jeff Bezos

Jeff Bezos, founder, chief executive officer, president, and board chairman of the mega Internet store Amazon.com is considered one of the most innovative entrepreneurs of the e-commerce industry. At the age of 31, with just a computer science degree, little funding from his family, and a challenging idea, Bezos set out to pursuit his entrepreneurial vision of a internet bookstore which had turn into the biggest online retailer of our times (Jeff Bezos, 2007). Born in January 12, 1964, Bezos demonstrated intense scientific and mechanical interests since an early age. Parents, Miguel Bezos, a Cuban immigrant engineer, and Jackie Gise Jorgensen were impressed when their three-year-old Jeff dismantled his crib apart using a screwdriver (Business, 2006). Bezos’ early age was not different, attending River Oaks Elementary in a Houston Texas suburb while playing scientist from their parent’s garage. From the garage laboratory Bezos assembled an electric alarm to keep his younger cousins away from his workstation. Bezos spent most of the summers at his grandfather’s ranch at Cotulla, Texas were he would display his mechanical skills by repairing tractors, windmills, among other tasks (Jeff Bezos, 2007). In late 1970’s the family moved to Miami, Florida were Bezos attended Miami Palmetto Senior High School. The young man continued his early achievement when he was named valedictorian of his senior class in 1982, and was awarded with the Silver Knight Award from the Miami Herald (Business, 2006). Easily accepted, Bezos attended Princeton University and graduated in 1986 with a degree in computer science and electrical engineering, earning Phi Beta Kappa membership in the process (Business, 2006). Bezos’ entrepreneurial personality... ...e (Esten, 2007). Bezos entrepreneurial visions when further that Amazon when in 2004 he helped found Blue Origin, a human spaceflight tourism start-up company. Recently, the 43 years old capitalist had been using a lot of his time and business knowledge to philanthropic work, heading his own foundation and addressing important issue to the whole world (Jeff Bezos, 2007). Jeff Bezos have proved to be a very successful businessman with an incomparable entrepreneurial vision for opportunities. He led a small garage start-up e-bookstore to become the biggest online retailer in the world. During the process he reaffirmed his position as a great leader, manager, and human being. Recognized by multiple institutions in the business world and out of it, Bezos deserves the respect of the global society for having revolutionized the way the world shops online.

Student Politics

Students are the backbone of the society and if they are not brought up properly, the future of the society will be darkened. Students have nothing to do with the politics of the country and they have to devote their full attention to their physical, mental, intellectual and spiritual growth. Their studies and the method of education in that age went ahead in helping them to grow properly as an asset to the society. The students have full say in their own affairs and the best way of teaching was by discussion. That discussion involved their personal politics and the politics of students' life.Modern critics who are of opinion that students should be kept away from politics forget that our society within organic concepts can only advance. The students are also a part of our society that is our body. Any organ of the body which is undeveloped makes the body cripple and infirm. Thus we can assume that for the betterment of the society, of the welfare of the student community, for the pr osperity of the nation and for every lasting peace in the universe, the students should be allowed to have their say in all matters, which concern them. But There is also the dark side of it.It has been seen that the students who actively participate in politics often do not pay attention on their studies. The indiscipline and unrest among the students prove that the modern politics has totally failed to tackle their problems. Needless to say that students' prime duty is to devote much of their time to studies. If this period is wasted by any reason, they will have to face life long problems. They become burden on their families because they do not get any suitable job. Even they fail to grasp basic concept of politics. They have no Understanding of national and international issues because they are not mature enough.Thus neither they become good students nor good politicians. They become the mixture of the two which brings total failure to their life. It has also been seen quite af ter that the students play into the hands of clever politicians. They become tools in their hands. They are in favour of student's participation in politics. They try to use the young blood for the welfare of their own party purposes. This endangers the students' life. As far as the former is concerned, the politicians should understand that to meet their selfish ends, they should not misuse the young blood.They should remember that the coming generation would never pardon them. The first and foremost task of a student to attain excellence in their studies any division during students' life would make than a miserable figure in the society. If he is not well versed in his studies, he would not be able to become a good politician. Therefore the students' participation in politics should be limited only to the academic interest and acquisition of knowledge of working of various political systems. The student life must be distinct in order to achieve the best. It must not be mingled wi th politics.